Organizational Structure Analysis
Why Flattening Hierarchies and Empowering Teams Is a Strategy
Flattening, also called delayering, simply refers to the removal of layers in the organizational hierarchy of a company, and the expansion of the manager's span of power. The supposed benefits of flattening run basically from pushing decisions down to improving client and market responsiveness to enhancing drive as well as responsibility. This is a strategy because the basis of flattening seems positive: to stay competitive in the face of more competition, for example, companies should pursue a streamlined, effective organization, which could respond to clients more rapidly (Wulf, 2012).
An empowered worker has the power and responsibility of making decisions, instead of the need to get instructions or consent from the manager. In an empowered team, every teammate has a say in group discussions. The team might make alterations to their product or project at will. An organization structured around empowered teams shall have a somewhat flat hierarchy and a great fraction of well-educated, highly trustable personnel. Additionally, this is also a strategy given that empowered teams frequently have high drive, and might cause the organization less, since a committed manager is not needed. Highly educated employees can generate more efficient and effective outcomes, because every individual can contribute his knowledge without having to funnel information through a manager. An empowered team could be a magnificent resource for customer service for projects, which directly impact an organization's client, given that the team will be accountable for informing and pleasing the customer (Marzec, 2016).
What Divisional Structures Are Presented (Product, Geographic, And Market)
A divisional structure can be described as a way of designing a company so that it is divided into semi-independent units known as divisions.
Product Departmentalization: The particular activities associated with the product or service is under the manager's authority.
Geographic Departmentalization: It entails categorizing activities founded on geography, for instance a Latin American or Asian division....
It is particularly essential if brand responses and tastes vary across regions, since it permits flexibility in product offerings and market strategies (a tactic called localization) (Boundless, 2015).
Market-Focused Structure: It organizes operations by reference to the particular requirements of that specific client group. For instance, a market-founded organizational structure may have varying business units for marketing and sales of products to clients in the following general groups: corporate, government, consumer, and commercial.
How Organizational Design Models and Structures Impact Organizational Development
The organizational structure is the framework on which an organization is built and the network of power. It assists in harmonizing the operational activities, enhancing a pleasant atmosphere amidst employees, and the smooth attainment of the set organizational goals.
1. Organizational structure acts as a guide and also assists in controlling employees in their actions and activities in accordance to their line of work.
2. It is geared towards encouraging effectiveness and efficiency in business organizations.
3. It encourages labor division and distribution of responsibility, thus allocating job or duties to different workers so as to improve effectiveness and efficiency in the organization.
4. Organizational elevation to a greater height. This is realized via the implementation of a practical structure in the organization (Onyemenam, 2013).
An organizational model refers to a framework for aligning an organizational structure with its objectives, with the eventual aim of enhancing effectiveness and efficiency. A part form designing a structure, it assists in development by:
1. Understanding the necessity for change and the environment
2. Understanding the business procedures, work volumes, resources, roles and responsibilities
3. Designing and trying out new structures or models
4. Planning and managing change for the old to the new structure
5. Applying and monitoring change.
Kinds of Technology in an Organization
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